Karen M. Lauridsen

Issues of innovation and knowledge management are often treated from an organisational learning perspective. As a complement to this, there is a vast potential in the strategic enhancement of individual learning by implementing learning styles profiles and creating personal learning strategies for management and employees in a knowledge based organisation. Based on an action-research case study, we offer an example of how learning styles affects individual learning and thus personal knowledge creation in practice. The paper argues that innovation and knowledge management is enhanced and facilitated in practice by working with the learning styles of individuals and groups/teams.